Do Applicants Really Lie on Their Resumes?

As part of our screening process, All Medical Personnel checks the work references and criminal background of each and every applicant. Do statistics lie? According to a recent survey by Background Information Services in Cleveland, more than half of all job seekers lie on their resumés, often by inflating their job titles. Here's how to determine whether you've really found the right person for the job.

From: Inc. Magazine, February 2007 By: Jennifer Gill
Where did you find the candidate?Referrals from your own top employees are the best bet. If your hiring manager found the applicant at a job fair, be skeptical. Great players aren't hawking their resumé at job fairs; they're working.
Who did the interviewing?Don't rely solely on the opinion of the hiring manager. Make sure she has involved some of the employees who will work directly with this person. They'll have the best sense of whether the candidate will fit in.
Why is the candidate leaving his or her current job?This can be tough to draw out of some candidates--after all, they don't want to talk themselves out of a job. But you need to know what saps their motivation. Maybe they feel undervalued or hate traveling. Try to understand what will make them eager to come to work on Monday morning.
Is the candidate coming from a competitor?This is a two-for-one special: a talented new employee with inside knowledge of a rival's operations. Recruiting is a prime way to gather intelligence on competitors, such as how much they pay people and what business plans they have under way.
Is the candidate connected?Candidates who are at the top of their games will be on a first-name basis with other top people in the industry. Ask a candidate to recommend three of the best people at his or her current workplace to come in for interviews. Noncompete agreements can thwart such efforts, however, so be sure to ask if the candidate has signed one with his current employer, notes Margaretta Noonan, executive vice president of Hudson Highland Group (NASDAQ:HHGP), a global staffing firm in New York City.
Could the candidate do my job?No one likes to think he or she is replaceable, but smart bosses hire people with potential, and that's especially critical at a company in growth mode. A manager who has your interests in mind will recruit someone with the chops to eventually move into a more senior role. You should also ask if the candidate demonstrates leadership skills and decision-making abilities.
The candidate graduated from college, right?Beware of the word attended on a resumé. Last year, ADP Screening and Selection Services found that about half of the 330,000 people it ran background checks on lied about their education or work experience. Hire an outside firm if necessary to vet candidates. If there's an unexplained gap on a resumé, find out why.
How long has this job been open?If the answer is a month or more, consider putting someone else in charge of hiring. The best people on the job market are scooped up in days, notes John Sullivan, a consultant and professor of management at San Francisco State University. If it takes too long, you may be getting benchwarmers, not first-string players.
Copyright © 2008 Mansueto Ventures LLC. All rights reserved.Inc.com, 7 World Trade Center, New York, NY 10007-2195.

Consumer Outlook Improves

Following sharp declines, confidence in the U.S. economy inched up in July, the Conference Board reports.
From: Inc.com July 29, 2008 By: Angus Loten

Easing gas prices helped boost the mood of consumers in July, though the outlook on jobs remains bleak, the Conference Board reported this week.
The modest gains were driven by improved expectations, with fewer consumers anticipating further declines in business conditions over the next six months, the New York-based private research group said.
At the same time, a growing number said jobs were getting harder find, keeping their appraisal of present-day conditions at record lows.
The results are based on a survey of 5,000 U.S. households.
"While consumers remain extremely grim about short-term prospects, the modest improvement in expectations, often a harbinger of economic times to come, bears careful watching over the next few months," Lynn Franco, the group's director of consumer research, said in a statement.
Earlier this week, Discover reported a similar upturn in confidence among the nation's small businesses.

Copyright © 2008 Mansueto Ventures LLC. All rights reserved.Inc.com, 7 World Trade Center, New York, NY 10007-2195.

Understanding Generation "Y" s

Phil Gardner,Ph.D.,probably knows more about these young people than most,since he heads Michigan State University's Collegiate Employment Research Institute.Based on the Institute's extensive studies of people transitioning from undergraduate school to the workforce,Gardner discussed what they like-and don'tlike-on a recentWebinar. Gardner estimates that some 10 million from GenerationY will join U.S.companies in the next 5 years, so we'd better get used to them and be ready to ease their paths into our organizations-if ease is possible. Gardner defines theYs as those born after 1979,and he stresses that"they thinkthey're special,because they've been told they are."Although Gen X seemed quite different from the Boomers,GenY is even more emphatically different.Gardner says they generally have an entrenched sense of entitlement,bolstered by access to tremendous financial resources (through their parents) and by having been raised in a very sheltered manner. Gardner goes so far as to say that GenYs can be narcissistic and describes some of the effects of the way they grew up.One outcome of their backgrounds that Gardner and others find frustrating is thatYs lack the social skills indoctrinated in the older generations.They've spent most of their time with their families and their peers,interacting very seldom with other adults.That lack of experience is worsened by the hours they spend connected to an iPod,cell phone,or BlackBerry®. GenYs sport some contradictory traits.Gardner says they're the best- educated generation the United States has ever produced (although generally unenthusiastic about math and science).They've been pushed hard,so they are both pressured and achievement- oriented. On the one hand,they are very confident.On the other hand,they have a fear of failure.They're very passive,needing detailed instruction about how to do their jobs.And,they demand attention and personal accommodations. Gardner has studied these young people and has found,with slight differences between the sexes,here's what they most want from employers: (1) interesting work; (2) chance for promotion,which is a shade more important to men than women; (3) good benefits; (4) job security; and (5) the chance to learn new skills. Notice that salary,which is among the top 10 on the wish list, isn't in the top five. Gardner says it's ironic thatYs mention job security at all,when they are very likely to job surf continually until they are 27 or 28.Fewer than one-third of employees in this age group say they will not surf.And,44 percent would accept a job offer and then reject it if a better one came along. What kinds of employers doYs look at? Brand names.And they want to work for organizations that are known as"cool"(think Google andYahoo).6Management for 2008 Next, they want cool co-workers,preferably in their own age cohort; the chance to gather in"tribes"is very important toYs.They'll organize their own evening trips to wine bars,but employers can help by supporting volleyball or bocce teams.On the job, they're looking for variety (consider job rotations to offer/provide different experiences and new skills).They also want employers to invest in their success through courses and certifications.Gardner notes that the desire for interesting work has topped young people's lists since 1972,but how they define it has changed.Now it means, in addition to variety, cool work toys and flexible schedules. In fact,work-life balance is more crucial to this generation than to any other.
Courtesy of Business & Legal Reports, 2008

Top Ten Resume Mistakes

You may not realize how many people you are actually competing against for a single
job. It could literally be hundreds or thousands of other applicants. One mistake will
take you out of the running within seconds. Below you will find 10 common résumé
mistakes. Is it time to revise your résumé?
1. Mistake: Using a unique, creative layout or style to stand out from the crowd.
The best way to stand out from the crowd is with high quality content, organized with
clear and concise bullet points. It needs to be a clearly written, neat, 100% error-free
document. Employers are looking for solid content. Your layout should enhance
your experience and achievements in a way that is clear and well organized.
2. Mistake: Typos.
Did you know that some recruiters throw a résumé away if it has ONE error in it?
Recruiters will read between the lines and assume you either don’t care about your
work or can’t write. If you have an error in the most critical document that is suppose
to present yourself and your abilities, then the employer will assume you will make
even more errors on the job!
It's easy to miss your own typos. Use spell check, but remember it won't catch every
error. Ask several people to proofread or pay a little to have a professional help you.
3. Mistake: Long wordy descriptions in your objective and elsewhere.
You don't need complete sentences in your résumé. Concise, understandable phrases
using bullet points are sufficient. Be specific to the actual job you are looking for. If
you don’t know, you will need to research different job descriptions. Find your
passion! Make your objective (and your résumé) reflect it!
4. Mistake: Using “I” in your résumé.
Don’t use “I” in your résumé. The résumé will be clearer and more concise when you
remove personal pronouns. This could be another cause to have your résumé thrown
away or deleted.
5. Mistake: Leaving Off important information.
You may think it’s not necessary to mention the jobs you've taken to earn extra
money for school. Typically, however, the soft skills you've gained from these
experiences (e.g., work ethic, leadership, time management) are more important to
employers than you might think.
If you have experience that dates further than you’d like to list on your résumé,
consider reformatting your résumé into a functional style.
6. Mistake: Not tailoring your résumé to a specific job.
You should have a specific résumé written for a specific job. This will take the
guesswork out of it for the employer and help you secure the job that you want. Your
goal should be to land a job that is a good fit for you – not just any job. This is not
only about the employer finding a good candidate; it’s about YOU finding a great job
that fits your experience and future goals. So, be specific. As mentioned in #3,
research and find out what you really want to do!
7. Mistake: Not being specific with your accomplishments.
Don’t just list all of your tasks and duties. You will need to think strategically and
list your accomplishments. Your résumé should contain specific examples of how
your employers benefited from your performance. Wherever possible, include
measurable outcomes of your work. Quantify and qualify them.
Example:
Task = Attended group meetings and recorded minutes.
Accomplishment = Used laptop computer to record weekly meeting minutes and
compiled them in a Microsoft Word-based file for future organizational reference.
8. Mistake: Too much personal information.
It is not necessary to add your hobbies, marital status or other irrelevant facts about
your personal life. Keep it professional! Employers don’t need to know how many
children you have or what you do on the weekend. It may be wise to remove
graduation dates, as well. This gives the employer the ability to calculate your age.
If you are posting your résumé on Internet sites then remove your address – for
security reasons.
9. Mistake: Not highlighting your value.
Make sure your résumé shows how you will add value to the operation and growth of
the organization. Answer the question, “What difference will you make in my
organization?” That means you will need to research the company you are applying
to and understand how you fit in. Every employer wants to build ‘human capital’.
Show the employer how you will be an asset for their company.
10. Mistake: Too many pages.
It is wise to limit your résumé to two pages. That is, generally, the industry standard.
Some companies have specific requirements on page length, cover letter, references,
etc. In these cases, you will need to research the company and submit exactly what is
required.

Flexible Staffing: A Boon for American Business

Flexible Staffing: A Boon for American Businesses
Temporary and contract staffing brings companies the flexibility and access to talent they need to hone their competitive edge. Here are some things others are saying about staffing's valuable role, and some key staffing statistics.
In a survey of staffing firm clients, nine out of 10 agree that "staffing companies offer flexibility to businesses so that they can keep fully staffed during busy times.
"The temporary help industry helped to increase employment in manufacturing by allowing firms to expand their labor forces in the face of uncertain demand conditions." Employment Policies Institute
According to an American Management Association survey, 91% of human resource managers rate flexibility in staffing issues as important, and 95% use temporary and contract employees to achieve that flexibility.
More than 20% of staffing employees used by American companies fill professional-managerial roles.
A survey of Conference Board members, mostly global companies, found that 90% use staffing services.
"Increased reliance on contingent (i.e., temporary and part-time) labor is associated with superior subsequent performance [and] no increase in systematic risk. We believe our evidence supports the contention that the practice of using contingent workers improves gross profit margins." Decision Sciences
On the average day, 3 million temporary and contract employees go to work for American businesses.
Of the 12.1 million temporary and contract employees hired by U.S. staffing firms in 2005, more than 5.5 million moved into permanent positions. Staffing employees are a rich talent pool to fill permanent jobs.

All Medical Personnel Core Values

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We give our all in everything we undertake.
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